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Published in: Asia Pacific Journal of Management 3/2010

01-09-2010

Relational exchanges versus arm’s-length transactions during institutional transitions

Authors: Jessie Qi Zhou, Mike W. Peng

Published in: Asia Pacific Journal of Management | Issue 3/2010

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Abstract

How do firms make strategic choices in response to institutional transitions? The literature suggests that with more market-oriented institutional transitions, firms may move from relational exchanges to arm’s-length transactions. However, it remains unclear under what circumstances such strategic transitions would occur. We develop a model to predict that such transitions are contingent upon the multiple facets of a country’s institutional profile, including informal institutions such as national culture and formal institutions that encourage market competition. Our model also specifies industry- and firm-level contingencies affecting these strategic transitions.

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Appendix
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Footnotes
1
We acknowledge that there is a fundamental debate regarding whether the direction of Peng’s (2003) two-stage framework of institutional transitions toward more market-based, arm’s-length transactions—while consistent with numerous other scholars such as North (1990) and many international organizations such as the World Bank (2002)—is plausible. While engaging in this debate is outside the scope of our article, interested readers may consult Biggart and Delbridge (2004), Carney, Gedajlovic, and Yang (2009), Crouch (2005), and Hall and Soskice (2001) for the diversity of alternative systems of exchange other than those suggested by North (1990), Peng (2003), and the World Bank (2002). In addition, it is important to note that Peng (2003: 282) writes that the move toward more arm’s-length transactions “does not necessarily mean that arm’s-length transactions are inherently better, because in many situations the demand for new and modern institutions may not be evident.”
 
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Metadata
Title
Relational exchanges versus arm’s-length transactions during institutional transitions
Authors
Jessie Qi Zhou
Mike W. Peng
Publication date
01-09-2010
Publisher
Springer US
Published in
Asia Pacific Journal of Management / Issue 3/2010
Print ISSN: 0217-4561
Electronic ISSN: 1572-9958
DOI
https://doi.org/10.1007/s10490-009-9142-7

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